Vol. 53, No. 9\nHow can HR professionals, known for being employee-centered, operate from the isolation of their own homes? Quite well, actually. \nSignificant, dramatic change—the kind that can make even a strong executive’s head spin—has been a constant at Pitney Bowes for most of this young century. An ongoing course correction that began in 2001 has seen the company refocus on its core competency—mail finishing—by divesting peripheral business lines and acquiring more than 80 other companies in relevant operations.\nWhen other human resource professionals ask me what it’s like working at home, I tell them this: It doesn’t suit every person and doesn’t necessarily suit every job, but when it’s right for both, working from home works really well. \nAs rewards director for Europe, the Middle East and Africa for HP—Hewlett-Packard Co., as it has long been known—I lead a team of about 40 rewards professionals who supervise and manage compensation and benefits programs across the region.